MGB225: INTERCULTURAL COMMUNICATION & NEGOTIATION. Week 8

MGB225 INTERCULTURAL COMMUNICATION & NEGOTIATION Week 82 Lecture learning objectives  Review the nature & ways to manage multiparty negotiations  Outline steps for building effective & powerful coalitions  Cult ...

MGB225 INTERCULTURAL COMMUNICATION & NEGOTIATION Week 82 Lecture learning objectives  Review the nature & ways to manage multiparty negotiations  Outline steps for building effective & powerful coalitions  Cultivate better practices for working across group negotiations Multiparty & team negotiationsIn multiparty negotiations –each actor represents a constituency 3 Sell it and buy a new inexpensive stereo system Sell it and buy a new expensive stereo system Doesn’t want to sell it POSITIONS VS. INTERESTS Sell it and split the money4 Nature of multiparty negotiations Number of parties • Principal/agents with role/status/power Informational and computational complexity • Keeping track of information • Acceptable solution Social complexity • Motivational orientation (Individualistic vs. Collectivistic) • Groupthink (e.g. NASA Challenger mission, 1986 & NASA Columbia mission, 2003)Groupthink 56 Symptoms of groupthink that causes things to go astray 1. Illusion of invulnerability 2. Belief in inherent morality of the group 3. Collective rationalization 4. Out-group stereotypes 5. Self-censorship 6. Illusion of unanimity 7. Direct pressure on dissenters (Janis, 1972)Multiparty negotiations 7 Individualistically-motivated parties in multiparty negotiations are more trusting and engage in less argumentation. True False (Lewicki, Barry, & Saunders, 2010)Multiparty negotiations 8 Conflict is a natural part of group life that improves members’ ability to complete tasks, work together, and sustain these relationships. True False (Lewicki, Barry, & Saunders, 2010)9 Nature of multiparty negotiations Procedural complexity  Coordination of the process  Holistic vs. sequential Strategic complexity  Consider strategies of all parties  Observers can lead to distributive bargaining  Factor in the number of parties involved (North Korea)  Strive for coalition building10 Effective group behaviour 1. Use an agenda & chair to manage the process 2. All members participate 3. Define key terms of agreement 4. Be specific 5. Check assumptions & inferences 6. Share relevant information 7. Disclose & focus on interests over positions 8. Share disagreement & test solutions 9. Invite questions/comments 10.Make decisions by consensus 11. Conduct a self-critiqueSTAGES OF MULTIPARTY NEGOTIATION Pre-negotiation • Characterised by many informal contacts among the parties Negotiation • Structure follows a group discussion to try to achieve an effective & endorsed result Agreement • Parties select among the alternatives put forward 1112 Managing the pre-negotiation stage • Establish participants • Form coalitions • Define group member roles (e.g., leader, mediator/ facilitator) • Task roles • Relationship roles • Understand the costs and consequences of no agreement • Is cost of impasse the same for individuals?13 Roles by group members Adapted from (Benne & Sheats, 1948)Coalitions in multiparty negotiations 14 It is uncommon for coalitions to exist before negotiations begin. True False (Lewicki, Barry, & Saunders, 2010)15 Advantages of coalitions • Coalitions can conserve resources. • Coalitions can achieve more widespread reach within a community than any single organisation can attain. • Coalitions can accomplish objectives beyond the scope of any single organisation. • Coalitions have greater credibility than individual organisations. • Coalitions provide a forum for sharing information. • Coalitions provide a range of advice & perspectives to the lead agency. • Coalitions foster personal satisfaction & help members to understand their jobs in a broader perspective. • Coalitions can foster cooperation between grassroots organisations, community members, and/or diverse sectors of a large organisation. (Cohen, Baer, & Satterwhite, 2002)16 Basic steps to building an effective coalition 1. Analyze the program’s objectives & determine whether to form a coalition. 2. Recruit the right people. 3. Devise a set of preliminary objectives & activities. 4. Convene the coalition. 5. Anticipate the necessary resources. 6. Define elements of a successful coalition structure. 7. Maintain coalition vitality. 8. Make improvements through evaluation. (Cohen, Baer, & Satterwhite, 2002)17 Pre-negotiation preparation Background • Learn the Issues, collect information & discover interests • Devise a set of ground rules Agendas • Define each issue • Set the order • Introduce process & substantive issues • Assign time limits to various itemsMulti-issues in multiparty negotiations 18 In multiparty negotiations, research shows that parties who approached multiple issues simultaneously achieved lower quality agreements. True False (Lewicki, Barry, & Saunders, 2010)19 Managing the negotiation stage Appoint an appropriate chair Use & restructure agenda • Caveat: be aware of potential drawbacks Ensure diversity of information and perspectivesThe chair in multiparty negotiations 20 When a chairperson is also advocating a particular position or preferred outcome, it will be difficult for that individual to act or be seen as neutral. True False (Lewicki, Barry, & Saunders, 2010)21 Carrying out multiparty negotiations Ensure consideration of all available information • The Delphi technique • Brainstorming • Nominal group technique Manage conflict effectively • Relationship conflict • Task conflict • Process conflict Delphi method – communication structure22 Carrying out multiparty negotiations Review & manage the decision rules Strive for a first agreement Manage problem team members23 Managing the agreement stage Select the best solution • Single alternative vs. package Develop an action plan Implement the action plan Evaluate outcomes & process • Even ones that are politically unpopular24 Managing the agreement stage Role of group chair or facilitator in moving toward a successful completion: • Move the group toward selecting one or more options • Encourage packaging & tradeoffs • Shape and draft the tentative agreement • Discuss implementation and follow-up • Thank the group • Organize and facilitate the postmortem25 Copenhagen 2009 Climate Talks Illustration of coalitions • BASIC coalition (Brazil, South Africa, India, and China) negotiated the final details of the Copenhagen Accord with the United States. • BASIC was initiated by China and India. They then invited Brazil and South Africa (SNOWBALLING). Sudan was also invited to represent the G77. • They wanted the Copenhagen Accord to set the stage for a “twintrack” agreement – with tough and binding targets for developed countries and voluntary commitments for themselves (OBJECTIVE). • The four countries decided that they would walk out (POWER) of Copenhagen together if necessary (if any of our non-negotiable terms are violated). • China agreed to accept a limited international monitoring of its targets (India claimed to have pushed China on that) (INFLUENCE). (Susskind, Moomaw, & Walters (Eds.), 2009)26 Observations of interteam negotiations • Integrative agreements are more likely • Yet, teams can be more competitive & claim more value • Accountability pressures vary • Relationships among team members affect negotiation process & outcomes27 Seek familiarity, not friendship Discuss differences in advance Assign roles & responsibilities (Shonk, 2017) How to maximise team negotiations28 Cultural intelligence scale • Cultural Intelligence Scale is a scale that seeks to measure an individual's ability to understand, act and manage effectively in culturally diverse settings. CFA results supported CQS's satisfying psychometric characteristic. (Gozzoli & Gazzaroli, 2018)29 Cultural intelligence scale check (Ang & van Dyne, 2015) 1. I am conscious of the cultural knowledge I use when interacting with people with different cultural backgrounds. 2. I adjust my cultural knowledge as I interact with people from a culture that is unfamiliar to me. 3. I am conscious of the cultural knowledge I apply to cross-cultural interactions. 4. I check the accuracy of my cultural knowledge as I interact with people from different cultures. 5. I know the legal & economic systems of other cultures. 6. I know the rule (e.g., vocabulary, grammar) of other languages. 7. I know the cultural values and religious beliefs of other cultures. 8. I know the marriage systems of other cultures. 9. I know the arts & crafts of other cultures. 10. I know the rules for expressing non-verbal behaviours in other cultures. 11. I enjoy interacting with people from different cultures. 12. I am confident that I can socialise with locals in a culture that is unfamiliar to me. 13. I am sure I can deal with the stresses of adjusting to a culture that is new to me. 14. I enjoy living in cultures that are unfamiliar to me. 15. I am confident that I can get accustomed to the shopping conditions in a different culture. 16. I change my verbal behaviour (e.g., accent) when a cross-cultural interaction requires it. 17. I use pause and silence differently to suit different cross-cultural situations. 18. I vary the rate of my speaking when a cross-cultural situation requires it. 19. I change my non-verbal behaviour when a cross-cultural situation requires it. 20. I alter my facial expressions when a cross-cultural situation requires it. Respond to each statement: Strongly Disagree (1), Disagree (2), Neither Agree nor Disagree (3), Agree (4), Strongly Agree (5)30 Summary  Overviewed the characteristics of multiparty negotiations  Foreshadowed how to avoid being immersed in a groupthink situation  Conceded there are challenges in negotiations involving more players or bias  Explicated however that dividends may result from having diversity across teams & developing cultural intelligence31 Tutorial this week • Negotiation Simulation 3 (Assessed) Week 11  Lecture: Finding & using power in negotiation • Tutorial: Negotiation Simulation 4 (Practice)32 References Ang, S., & van Dyne, L. (Eds.) (2015). Handbook of cultural intelligence: Theory, measurement, and applications. London: Routledge. Cohen L, Baer N, Satterwhite P. Developing effective coalitions: an eight step guide. In: Wurzbach ME, ed. Community Health Education & Promotion: A Guide to Program Design and Evaluation. 2nd ed. Gaithersburg, Md: Aspen Publishers Inc; 2002:144-161. Gozzoli, C., & Gazzaroli, D. (2018). The cultural intelligence scale (CQS): A contribution to the Italian validation. Frontiers in Psychology, 9 (1183), pp. 1-8. Janis, I. L. (1972). Victims of groupthink: A psychological study of foreign-policy decisions and fiascos. Oxford, England: Houghton Mifflin. Lewicki, R.J., Saunders, D.M., & Barry, B. (2010). Essentials of negotiation (5th ed.). New York: McGraw-Hill. Shonk, K., Harvard Law School (2017, June 26). 3 team-building techniques for successful negotiations. Retrieved from https://www.pon.harvard.edu/daily/business-negotiations/team-building-techniquessuccessful-negotiations/ Susskind, L. E., Moomaw, W., & Waters, N. J. (Eds.). (2009). Papers on international environmental negotiation, Volume 17: On the road to Copenhagen (2009) attributes. Cambridge, MA: PON Books.